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Figure 6: The self-organizing project (self-, re-, eco-organization). (Source: de Blois, 2012).

Figure 6 The self-organizing project (self-, re-, eco-organization). (Source: de Blois, 2012).

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but separate projects, and different temporary multi-organization arrange- ments with consultants, contractors, operators, and so forth (see Figures 1 and 2; Table 2). This allowed for observ- ing how the client organization adapted to different conditions. and house a variety of services for visitors, including restaurants, rental properties, and stores. The buildings are relatively small (between 500 and 1,500 square meters), but the crucial and fragile relationships with nature and the uniqueness of their function The units of analysis thus included one client organization, three similar
but separate projects, and different temporary multi-organization arrange- ments with consultants, contractors, operators, and so forth (see Figures 1 and 2; Table 2). This allowed for observ- ing how the client organization adapted to different conditions. and house a variety of services for visitors, including restaurants, rental properties, and stores. The buildings are relatively small (between 500 and 1,500 square meters), but the crucial and fragile relationships with nature and the uniqueness of their function The units of analysis thus included one client organization, three similar
Figure 2: (a) Linear and (b) iterative project phases. (Source: de Blois, 2012).
Figure 2: (a) Linear and (b) iterative project phases. (Source: de Blois, 2012).
Table 2: Mapping categories. (Source: de Blois, 2012).
Table 2: Mapping categories. (Source: de Blois, 2012).
Figure 3: Evolution of interorganizational work constellation formation. (Source: de Blois, 2012).
Figure 3: Evolution of interorganizational work constellation formation. (Source: de Blois, 2012).
“lm Mintzberg's (1976) solution process types Table 3: Mapping of eight project processes. (Source: de Blois, 2012).
“lm Mintzberg's (1976) solution process types Table 3: Mapping of eight project processes. (Source: de Blois, 2012).
Figure 4: Representation of one iteration observed in decision sequence N° 7 (Source: de Blois, 2012).
Figure 4: Representation of one iteration observed in decision sequence N° 7 (Source: de Blois, 2012).
Figure 5: Project processes interconnectedness. (Source: de Blois, 2012). Communications were mainly pro- cessed through informal channels, even within the client-operator who is part of the client organization. The initial planned program of the proj- ects had been developed according to a detailed functional and technical pro- gram (FTP) and had been systematically implemented in previous projects (in a linear manner) over the past 15years. The need for new facilities, nonethe- less, challenged these established pro- grams, as well as the processes and procedures required to carry out con- struction projects. These processes and procedures unfold between the REMRD and operators as well as within each entity. In the wake of these emerging challenges, more actors needed to be involved, triggering a new temporary multi-organization arrangement. The top row in Table 3 shows four categories of information: The eight project processes (see Table 3) initiated additional processes, generating a number of iterations or loops (the number of iterations is indi- cated in column h) and influencing different phases and multiple actors, resulting in varying systemic effects (column f). All eight project processes were mapped; for example, Figure 5 illustrates the mapping of project pro- cess N° 7, with two of its three loops
Figure 5: Project processes interconnectedness. (Source: de Blois, 2012). Communications were mainly pro- cessed through informal channels, even within the client-operator who is part of the client organization. The initial planned program of the proj- ects had been developed according to a detailed functional and technical pro- gram (FTP) and had been systematically implemented in previous projects (in a linear manner) over the past 15years. The need for new facilities, nonethe- less, challenged these established pro- grams, as well as the processes and procedures required to carry out con- struction projects. These processes and procedures unfold between the REMRD and operators as well as within each entity. In the wake of these emerging challenges, more actors needed to be involved, triggering a new temporary multi-organization arrangement. The top row in Table 3 shows four categories of information: The eight project processes (see Table 3) initiated additional processes, generating a number of iterations or loops (the number of iterations is indi- cated in column h) and influencing different phases and multiple actors, resulting in varying systemic effects (column f). All eight project processes were mapped; for example, Figure 5 illustrates the mapping of project pro- cess N° 7, with two of its three loops
Related topics:
Information SystemsTemporary OrganizationsBusiness and ManagementSystemic TheoryIterative Processes
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